Water and other urban infrastructure and services /
Other urban services

Gender Equity and Mainstreaming

Description

Project Rationale and Linkage to Country/Regional Strategy

Impact

Improved and sustainable public infrastructure services delivery

Project Outcome

Description of Outcome

Infrastructure services delivery improved through efficient, profitable and professional management of assets

Progress Toward Outcome

The impact of the S-CDTA was improved and sustainable public infrastructure services delivery. The outcome was infrastructure services delivery improved through efficient, profitable and professional management of assets.

Overall, the S-CDTA directly supports goal two of the National Sustainable Development Plan (NSDP) 2011-2015 to strengthen asset management and build capacity in the infrastructure sector. It is aligned to ADB's Pacific Approach, 2010 2014, focus on improved economic and social infrastructure and public sector service delivery. It is also aligned to the COBP, 2013 2015, targets of (i) improving public infrastructure to establish the fundamentals for environmentally sustainable private sector-led growth, (ii) building capacity and reforming agencies responsible for delivering infrastructure services, and (iii) improving public financial management and public service performance.

Implementation Progress

Description of Project Outputs

1. Asset management framework developed for all of government and SOEs

2. Asset Management Information System procured and operational

Knowledge transfer through capacity building and training

Status of Implementation Progress (Outputs, Activities, and Issues)

Overall, the TA outputs have been met: (i) asset management framework developed for all of government and SOEs; (ii) asset management information system procured and operational; and (iii) knowledge transfer through capacity building and training. The key activities to produce these outputs included the establishment of a clear asset management governance structure with defined responsibilities and accountability; development of policies and procedures to support the governance structure; development and implementation of data standards and processes for managing asset data and putting in place processes to improve lifecycle planning and management; developing an understanding of the role of audit in asset management; selection, procurement and delivery of an Asset Management Information System for the infrastructure sector; development of asset management plans and management frameworks for SOEs; extending asset management awareness and developing initial asset management plans and management frameworks for six selected islands, and; continuation of capacity building and training in asset management.

The project helped establish relevant legislative and governance frameworks ensuring the institutionalization and sustainability of the intended project outcome. The draft asset management regulations, national policy and strategy has been drafted and will be presented to Cabinet in early 2015. The implementation of the Asset Management Information System (AssetFinda software was procured) and development of asset management plans (with templates) and frameworks for government and SOEs helped establish a more systematic and efficient approach to managing and maintaining Government's physical assets. The project also upheld national ownership of the project, building local staff capacity and supporting the role and responsibilities of CIIC and the Infrastructure Committee for asset management. Government-wide meetings, training, and workshops helped generate a wider understanding and appreciation for properly managing new and old infrastructure assets. The project was rolled out completely in 5 of the 6 outer islands (Manihiki, Rakahanga, Nassau, Penrhyn and Palmerston, and government is commited to rolling out the same process in Mitiaro (after by-elections) and other outer islands.

The S-CDTA financed two international consultants , including international and local travel to support implementation while the Government provided counterpart support in the form of office space, local communication; training, counterpart staff and asset management software and hardware. The activities were undertaken across line ministries, state-owned enterprises, and selected island governments in consultation with the infrastructure committee attached to CIIC. Implementation commenced in September 2013 and was due to end on 30 September 2014.

The project was extended to 31 March 2015 due to (i) Government remained in caretaker mode for several months after the early dissolvement of parliament on 17 April and elections on 9 July pending results of post-election petitions. A regulatory component of the project required the enactment of legislation by the new government to formalize the requirement to practice asset management; (ii) selection of asset management software vendors and software implementation was moved from January to July 2014 to accommodate government's readiness, selection process, and availability of selected software vendor to undertake testing and implementation; and (iii) the caretaker government had to commit and undertake direct procurement of hardware needed for the asset management system, affecting the software implementation start date (eventually, it was decided that government's server had sufficient capacity to run the asset management system, and only the software needed to be procured). Despite the implementation delays, the project achieved all deliverables. The reports generated by the lead consultant were timely, comprehensive and of high quality.

Geographical Location

Nation-wide

Summary of Environmental and Social Aspects

Environmental Aspects

Involuntary Resettlement

Indigenous Peoples

Stakeholder Communication, Participation, and Consultation

During Project Design

The project was closely developed with the implementing agency and trustee of state assets, the Cook Island Investment Corporation (CIIC).

During Project Implementation

Extensive consultations, meetings and workshops were undertaken with stakeholders in government, state -owned enterprises, local island councils, and the Infrastructure Committee attached to CIIC.

Business Opportunities

Consulting Services

Consulting services will be required to implement the S-CDTA. Specialists will include one Asset Management and Systems Specialist (international, 5.5 person-months, intermittent) and one Asset Management Valuation Specialist (international, 1.5-person months, intermittent) to be individually engaged by ADB in accordance with the Guidelines on the Use of Consultants (2013, as amended from time to time). The ADB Development Coordination Office in Cook Islands will provide administrative and logistical support.

Procurement

Financed by the ADB's TASF- other sources ($225,000).

Responsible ADB Officer

Olsson, Sivou Beatrice

Responsible ADB Department

Pacific Department

Responsible ADB Division

Pacific Subregional Office in Suva, Fiji

Executing Agencies

Ministry of Finance & Economic ManagementPO box 120Cook Islands

Timetable

Concept Clearance

-

Fact Finding

-

MRM

-

Approval

02 Aug 2013

Last Review Mission

-

Last PDS Update

17 Feb 2015

TA 8416-COO

Milestones

Approval

Signing Date

Effectivity Date

Closing

Original

Revised

Actual

02 Aug 2013

-

02 Aug 2013

30 Sep 2014

31 Mar 2015

-

Financing Plan/TA Utilization

Cumulative Disbursements

ADB

Cofinancing

Counterpart

Total

Date

Amount

Gov

Beneficiaries

Project Sponsor

Others

225,000.00

0.00

68,000.00

0.00

0.00

0.00

293,000.00

02 Aug 2013

221,158.84

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